(For best results, view and print this document in 10 point Courier or a similar mono-spaced font.) NATIONAL WORKFORCE ASSISTANCE COLLABORATIVE Work Restructuring Best Practice Guidelines Work restructuring refers to the changes organizations make in planning, structuring, managing, and executing work in order to improve quality, productivity, cycle time, customer satisfaction, and employee satisfaction. Work restructuring is the collective set of decisions and processes by which continuous improvements and breakthrough opportunities are accomplished. Leadership creates a collaborative environment and designs work processes so that employees, individually and in teams, can efficiently and effectively anticipate and satisfy customer needs. Best practice indicators and descriptors of work restructuring: 1. The organization articulates a vision and long-term, strategic direction, based on understanding current and potential markets, competitors, and customer needs. 1.1 Environmental scanning, competitor analysis, market positioning studies, and customer feedback are used to articulate a vision and set a long-term strategic direction. 1.2 Investments in research and product development are made to maintain or increase competitive advantage. 1.3 New business opportunities are aggressively sought to increase market share. 2. Leadership is a shared responsibility, focused on achieving the organization's vision and mission. 2.1 Senior managers demonstrate, through overt and sustained actions, their commitment to the organization's purpose and the value they place on their employees. 2.2 Employees are engaged collaboratively in contributing to the organization's vision, mission, and goals. 2.3 All employees can relate their jobs to the company's purpose and goals. 2.4 Ultimately, leadership is assumed by every employee in enhancing the survival, success, and quality of worklife of the company. 3. Work is designed, managed, and realigned into work processes to achieve organizational goals that are customer-focused. 3.1 The basic unit of work shifts from performing discrete tasks to managing processes or sub-processes. 3.2 Time and resources initially devoted to inspecting for errors are spent in preventing their occurrence. 3.3 Human resource management processes that are consistent with the organization's goals govern hiring, compensation, promotion, incentive, and recognition practices. 3.4 An organizational assessment (e.g., the Baldrige Award criteria) is used to align work processes and to make improvements in an ongoing, systemic fashion. 3.5 The organization develops long-term relationships with suppliers in order to achieve organizational goals that are customer focused and enhance work. 4. Information is generated, shared, and communicated routinely (horizontally and vertically) throughout the entire organization as a means to maximize organizational effectiveness. 4.1 Customer input and customer-related data are used continuously to make key business decisions. 4.2 Performance data are shared openly and routinely throughout the organization and information is maintained in ways that encourage and facilitate employee access. 4.3 Employees respect the confidentiality of such data and use the information to make key decisions affecting their work. 4.4 Effective internal and external communications systems and processes connect employees to their suppliers and customers. 4.5 Management information systems and other forms of technology are used to support all employees in performing their jobs successfully. 5. Training and other learning opportunities, consistent with changes in work, are provided to all employees so they can succeed in assuming new responsibilities. 5.1 Employees at all levels learn to work collaboratively in internal and cross-functional teams, facilitate and participate in effective meetings, and use quality processes and decision making tools that enhance organizational performance. 5.2 Managers learn to act as coaches and facilitators for the employees in their own work units; they also learn ways to enhance collaborative decision-making across units. 5.3 Technology is used in ways that enhance employee skills and performance. 5.4 Learning opportunities are designed to minimize disruption; build on existing employee knowledge, skills, and insights; and timed to enhance successful application. 6. Employees have the backing of organizational policies and practices to take action, including risks, that meet and exceed customer needs. 6.1 Individuals at all organizational levels are encouraged to act in meeting customer needs. 6.2 Teams are used frequently to address organizational priorities and empowered to act on their recommendations. 6.3 Feedback from employee and team evaluations are used consistently to make key decisions and improve performance. 6.4 Incentives, including promotions and rewards, are aligned with organizational goals and internal and external customer requirements. 6.5 Accountability measures are developed and implemented in ways that enable employees to meet organizational goals and satisfy their customers. 7. Results and best practices are assessed continuously to improve work processes and organizational effectiveness. 7.1 The organization routinely collects, analyzes, and uses customer and performance data to determine progress and success. 7.2 The organization keeps track of key performance measures over time so that it can assess its long-term performance. 7.3 The organization benchmarks key work processes against industry leaders as well as high performing organizations from other industries and sectors to identify improvement opportunities. 7.4 The organization sets stretch goals as a way to escalate improvement in its own performance. 7.4 Ultimately, the quest to improve continuously in its ability to satisfy internal and external customers becomes the organization's way of doing business.